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© 2011 IBM Corporation
Enterprise IT Architectures
Enterprise Architecture – Architectures
Dr. Hans-Peter HoidnExecutive ArchitectIBM Software Group
© 2011 IBM Corporation2
Enterprise IT Architectures
Enterprise Architecture – Strategy View
© 2011 IBM Corporation3
Enterprise IT Architectures
Enterprise Capabilities
Capability Model
ResourcesEA
Overview Diagram
Strategic CBM
Business Directions
EA Guiding
Principles
Business Scenarios
Capturing Enterprise’s strategic requirements can be captured in various ways
Strategic Capability Network Model, documenting the
enterprise’s capabilities and resources required to support their value
propositions
Strategic Component Business Model, providing a component-oriented view of an enterprise,
organised as a map of the components needed to direct,
manage and execute the enterprise’s functional requirements
Detailed descriptions of the resources required,
as represented either via a SCN or a CBM
Those principles targeted at the formulation and
management of the EA
Various pictures of the enterprise “on a page”from the perspective of key EA stakeholders
High level statements on the future direction of the
enterprise,
High level descriptions of how the enterprise
wishes to operate in response to key events
SCN and CBM are complementary, and can
provide great insight when used in combination
© 2011 IBM Corporation4
Enterprise IT Architectures
Strategy View in more Detail
Enterprise Capabilities– Derived from Value Propositions (Business Strategy) and based on
resources– Competitive Enterprise capabilities help to identify call to actions
Principles, (Policies & Guidelines)– The term “principle” is widely but not consistently used
“Defines the underlying general rules which KB will use to make decisions“
– “Policies” are regulations– Principles should be consistent and aligned– Principles should be aligned with business strategy and initiatives
CBM (Component Business Model)
© 2011 IBM Corporation5
Enterprise IT Architectures
Enterprise Capabilities: Strategic Capabilities Network link Strategy and Architecture
Value Proposition: What a company needs to bein order to offer a differentiated value to the market.Example: Ikea’s low cost, customer convenience, modular design
Capability: What a company needs to do in order to achieve its strategic positions. Capabilities perform, improve, and create the activities of the firm.Example: Ability to design for customer assembly, Ability to merchandise in-store and online.
Capability Enabler (Resource): What a company needs to have in order to perform its capabilities. Resources represent the process, knowledge, organization and technology assets of the firm.Example: In-house engineers and designers, store locations, store layout expertise, web developer/programmer, server…
Strategic Capabilities Network (SCN)
V VV
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C
CC
C
CC
RR
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RR
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© 2011 IBM Corporation6
Enterprise IT Architectures
Res
ourc
esC
apab
ilitie
sPr
opos
ition
sVa
lue
Sell books onlineAttract
people to website
Web-based catalog
Handle e-commerce
Context sensitive
advertising
3rd party order
fulfillment
Offer low pricing
Agreement with Yahoo, Excite, AOL
Scalable Servers
Proactive Notification
System"Associates"
IT SystemBook
DatabaseDistribution
Contract
Distribute through
Premier Online
BooksellerLow Cost Provider
3rd party search
capability
3rd party distribution capability
Convenient Transactions
Large Selection
Web-based search
3rd party web content
Information
Process
Organisation
Technology
Capability
Enterprise Capabilities: Linking Strategy to Architecture(Example Amazon)
© 2011 IBM Corporation7
Enterprise IT Architectures
Example: Competitive Enterprise Capabilities Map(May be investigated with Business Leaders)
Com
petit
ive
Adv
anta
geEffectiveness
low
low high
high
Multi-Channel
Document ManagementAccounts
Call for action
SustainSavings potential?
No action
360°Customer View
CreditProcesses
© 2011 IBM Corporation8
Enterprise IT Architectures
Enterprise Architecture – Principles
© 2011 IBM Corporation9
Enterprise IT Architectures
A general statement of direction, a desired future state which is not necessarily mandated. Guideline statements are similar in content to principle statements, but without the associated motivation and benefit statements.
Guideline
A high level statement of how things will be managed or organised, including management goals, objectives, beliefs and responsibilities.
Policy
“A fundamental truth or proposition that serves as the foundation for a system of belief or behaviour or for a chain of reasoning.”The New Oxford Dictionary of English
Defines the underlying general rules which an organisation will use to make decisions about the selection, utilisation and deployment of all business and IT resources and assets, across the enterprise.
Principle
Typically broad, high level statements, which define WHAT the EA must do, in order to support the business and IT strategies and be seen as successful and effective by the business. If capabilities have been defined, these will provide the key drivers for the architecture.
Key Architecture DriverDefinitionTerm
Definitions
© 2011 IBM Corporation10
Enterprise IT Architectures
Enterprise Architecture provides a framework to guide investment and design decisions to support business intent.
Principles provide a means to articulate the architectural implications of that business at a high level.
Systems & TechnologySystems & Technology
Business Purpose & EnvironmentBusiness Purpose & Environment
Enterprise IS Architecture Cha
nnel
s
Applications
Common System ServicesInte
rface
Ser
vice
s
Sec
urity
Ser
vice
s
Network ServicesPlatform Services
Sys
tem
Man
agem
ent S
ervi
ces
Sys
tem
& In
frast
ruct
ure
Dev
elop
men
t
CommonApplicationServices
DataClaim
Enterprise Business Architecture G r o u p I T A r c h i t e c t u r e D e f i n i t i o n
I n f r a s t r u c t u r e D e s i g n & P l a n n i n g
E s t a b l i s h I T C o m p e t e n c y C e n t r e
E n d U s e r I n f r a s t r u c t u r e U p g r a d e
I n t e r - c o m p a n y W A N ( i m p l e . )
O u t s o u r c e N e w C o r e s y s t e m s
O u t s o u r c e H e l p d e s k a n d D e s k t o p
O u t s o u r c e n e t w o r k
O u t s o u r c i n g I n i t i a t i v e s
C o m p e t e n c y C e n t r e I n i t i a t i v e s
E l e c t r o n i c S e r v i c e D e l i v e r y
D a t a W a r e h o u s e
C u s t o m e r S e r v i c e C e n t r e
W A N in fr a s tr u c tu r eI n tr a n e t/ M a i l i n fr a s tr u c tu r e
C u s t o m e r S e rv ic eD a ta W a re h o u s e
G r a p h ic a l IS
B .U . B .U .
D o c u m e n t M a n a g e m e n t
S y s t e m s M a n a g e m e n t
M i d d le w a re
N E T W O R K
P l a n n i n g / D e s i g n I n i t i a t i v e s
I n f r a s t r u c t u r e I n i t i a t i v e s
O t h e rB u s i n e s s U n i t S y s t e m sK i o s k sT e l e m e t r y s y s t e m se t c
I n i t i a t i v e s f o c u s e d o n m i g r a t i n g t o t h e n e w d e l i v e r y e n v i r o n m e n t
P l a n n i n g / D e s i g nI n f r a s t r u c t u r eO u t s o u r c i n g
I n i t i a t i v e s f o c u s e d o n i m p l e m e n t i n g t h e v i s i o n
P l a n n i n g / d e s i g nI T C o m p e t e n c y c e n t r e
K e y G r o u p D e c i s i o n P o i n t s
Solution Architecture & Delivery Solution Outline Build Cycle DeploymentMacro Design Micro Design
Enterprise Capabilities G r o u p I T A r c h i t e c t u r e D e f i n i t i o n
I n f r a s t r u c t u r e D e s i g n & P l a n n i n g
E s t a b l i s h I T C o m p e t e n c y C e n t r e
E n d U s e r I n f r a s t r u c t u r e U p g r a d e
I n t e r - c o m p a n y W A N ( i m p l e . )
O u t s o u r c e N e w C o r e s y s t e m s
O u t s o u r c e H e l p d e s k a n d D e s k t o p
O u t s o u r c e n e t w o r k
O u t s o u r c i n g I n i t i a t i v e s
C o m p e t e n c y C e n t r e I n i t i a t i v e s
E l e c t r o n i c S e r v i c e D e l i v e r y
D a t a W a r e h o u s e
C u s t o m e r S e r v i c e C e n t r e
W A N i n fr a s tr u c tu r eI n tr a n e t/ M a i l in fr a s t ru c tu re
C u s t o m e r S e rv ic eD a ta W a re h o u s e
G r a p h ic a l IS
B .U .
B .U .
D o c u m e n t M a n a g e m e n t
S y s t e m s M a n a g e m e n t
M id d l e w a re
N E T W O R K
P l a n n i n g / D e s i g n I n i t i a t i v e s
I n f r a s t r u c t u r e I n i t i a t i v e s
O t h e rB u s i n e s s U n i t S y s t e m sK i o s k sT e l e m e t r y s y s t e m se t c
I n i t i a t i v e s f o c u s e d o n m i g r a t i n g t o t h e n e w d e l i v e r y e n v i r o n m e n t
P l a n n i n g / D e s i g nI n f r a s t r u c t u r eO u t s o u r c i n g
I n i t i a t i v e s f o c u s e d o n i m p l e m e n t i n g t h e v i s i o n
P l a n n i n g / d e s i g nI T C o m p e t e n c y c e n t r e
K e y G r o u p D e c i s i o n P o i n t s
Prin
cipl
esEnterprise IT Architecture C
hann
els
Applications
Common System ServicesInte
rface
Ser
vice
s
Sec
urity
Ser
vice
s
Network ServicesPlatform Services
Sys
tem
Man
agem
ent S
ervi
ces
Sys
tem
& In
frast
ruct
ure
Dev
elop
men
t
CommonApplicationServices
DataClaim
Facilitate behaviour change; Describe preferred practices; Reflect vision of improved ways of using
technology to benefit business; Reflect high-level business & IT
requirements in a commonly understood way;
Rules or guidelines that apply across the business: to guide architects, designers, developers;
Capture the “spirit” of the architecture.
A Context for Principles … why have Principles?
© 2011 IBM Corporation11
Enterprise IT Architectures
Principles provide a means to articulate architectural implications to the business at a high level
HighLow
Standard Processes7.5% of firms
Business Unit View15% of firms
Low
Enterprise View70% of firms
Integrated Data 7.5% of firms
High
HighLow
Standard Processes7.5% of firms
Business Unit View15% of firms
Low
Enterprise View70% of firms
Integrated Data 7.5% of firms
High
Process Standardization
Info
rmat
ion
Inte
grat
ion
Principles guide EA decisions
Key outcomes: Initiate Enterprise-wide Conversations and Facilitate Behavior Change
Embrace Open Source
Build v/s BuySeamless Partner
Integration
Embedded Security
Golden Source for Corporate Data
Today’s Operating Model
Tomorrow’s Operating Model
© 2011 IBM Corporation12
Enterprise IT Architectures
Governing PrinciplesData: All data will have a single identified business owner who will be responsible for ensuring the
accuracy of the data and the definition of rules concerning its usage and protection. All unique representations of data should be captured once and stored in a manner that
reduces data duplication and redundancy.Application: Applications will use the standard interfaces and protocols for data, network, and systems
access.
Cut account administration costs by offering online banking to existing customer baseBusiness Goal
Ability to provide online access to customers Ability to integrate customer service to include web view of customer
Required Capabilities
1. Defined and agreed to common user interface standards (Portal)2. Warehousing of customer data
IT Requirements (Enablers)
Principles must show a clear traceable link back to business goals and to specific IT requirements
© 2011 IBM Corporation13
Enterprise IT Architectures
Name– A short name or title to identify the Principle
Statement– A statement of the Principle
Motivation– The rationale or impetus behind the Principle
Implication– The consequences of adopting the Principle: potential transition
initiatives, costs, and other implications
Principles have a well-defined structure …
© 2011 IBM Corporation14
Enterprise IT Architectures
Guiding
TechnologyManagement
Domain-SpecificApplication Data OperationsInfrastructure Security
8 to 10 Guiding
Principles
Guiding Principles: Executive-level focus Strong business flavour
Detailed Principles: Focus on more detailed and specific
principles Tend to have more of a technology focus
Note: Principles should be consistent with capabilities and reinforce or support these. Senior executive commitment is imperative if changes are to be effected. As such the number of Guiding
Principles should be limited to a maximum of 10. More detailed principles are needed for architects and developers to help them design and implement
solutions which deliver the business capabilities.
15 to 20 Detailed
Principles
It is convenient to classify EA Principles to assist in understanding and communication
© 2011 IBM Corporation15
Enterprise IT Architectures
EA Principles must be at a consistent level, provide guidance and not dictate how things should be done in the organization
Defining Principles - Rules, GuidelinesA good principle:
States a fundamental belief of the enterprise in one or two clearly written sentences.Recommends an action against which some arguments could be made.Has relevance to a technical architecture. Is worded directly and simply in terms understandable by both business and IT managers.Has business wide applicability.Is durable; will not be outdated quickly by advancing technology.Has objective reasons for advancing it instead of the alternatives which were considered.Has impacts which need to be documented.Represents change
A poor principle:Makes a statement which no one would dispute. Is a general business or financial statement.Has little or no general applicability. It may actually select a standard or a technology.Is stated at too low a level of detail and may not endure.May be included "because I say so".
© 2011 IBM Corporation16
Enterprise IT Architectures
Ownership– By Architecture Review Board.
Engagement & Involvement– Created and endorsed by business and IT executives who have the
authority to enforce.– Top-down support through leadership and action.
Compliance Process– Compliance to Principles needs to be part of governance process.
Communication– Architecture orientation and training.– Communication to all stakeholders and participants.
Effectiveness of principles is dependent upon some key success factors …
© 2011 IBM Corporation17
Enterprise IT Architectures
Example Guiding Principles – from IBM’s own EA
All IT solutions will conform to the application, data, and technology architectures, standards, and guidelines. Details of IBM architectures, standards, and guidelines are provided on the Architecture and Standards web site.
Use common application, data, technology standards
Approved strategic applications and components will be used to support business requirements, and non-strategic applications will be sunset.
Migrate to strategic application / sunset legacy applications
All strategic applications must be designed for global use. Key considerations include: NLS and DBCS enablement, multi-currency support, multi-country enablement supporting legal separation of country operations as required, and 24x7 support for run-once applications.
Design for Global use
Data will be manages as an asset. Enterprise Data Stewards will be identified to ensure data consistency and non-redundancy. There will be an identified source of key corporate data.
Manage Data as a corporate wide asset
We will design our internal solutions to enable Business to Business interactions. We use industry standards e.g., RosettaNet, XML, etc. for communication with external entities. Ensure application-to-application interfaces will be through open standards (Web Service, XML, etc.).
Design to enable on-demand e-business, B2B (enable ValueNet)
We will use and showcase IBM products and services whenever they are available and meet the business needs. When IBM products and services are not available, we will leverage the use of IBM platforms in Business Partner products. We will drive our strategic SW suppliers to fully exploit IBM technology.
Use IBM Marketed Products and Services (Use what we sell)
Drive productivity and cost savings through asset reuse
Application packages will be purchased rather than built and strategic alliances will be leveraged.We will use these packages with minimal extensions to ensure flexibility in upgrades. We will drive our strategic SW suppliers to fully exploit IBM technology.
Buy rather than Build Solutions
Applications will be designed to enable Services Oriented Architecture. Isolation of business functions, reusable Enterprise and Business Unit Components will be provided, and rules driven process modules must be provided.
DescriptionProvide Component/Services Based Architecture
Guiding Principle
© 2011 IBM Corporation18
Enterprise IT Architectures
Enterprise Architecture – Business View with CBM
© 2011 IBM Corporation19
Enterprise IT Architectures
Step 2: Define a Service Model • Identify your services based on your business components• Specify the services and components accordingly• Make SOA realization decisions based on architectural
decisions
Step 3: Implement a Service Model• Develop a service-oriented architecture to support the
Componentized Business • Implement service based scoping policy for projects• Implement appropriate governance mechanism
Step 1: Break down your business into components• Decide what is strategically important, and what is just
operations in the value chain domains• Analyze the different KPIs attached to these components• Prioritize and scope your transformation projects
Business Components
(CBM)
SOA Realization
ServiceModeling(SOMA)
Business-Aligned IT Architecture
Recap: Approach for SOA
© 2011 IBM Corporation20
Enterprise IT Architectures
Control
Execute
Direct Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Production Administration
Product FulfillmentSales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
Customer Dialogue
Contact Routing
StaffAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio Planning
Account Planning Sales Planning Fulfillment
Planning
Fulfillment Planning
A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.
Columns are Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.
An Operational Level characterizes the scope of decision making. The three levels used in CBM are direct, control and execute. Direct is about strategy, overall
direction and policy. Control is about monitoring,
managing exceptions and tactical decision making
Execute is about doing the work
Component Business Model (CBM) – Definition (1)
© 2011 IBM Corporation21
Enterprise IT Architectures
Business Component
Activities
Resources
Applications
Infrastructure
Business Purpose Business Services
Com
ponent Governance
Each business component has differentiated capabilities
Each business component defines and decides on the use of all resources needed to perform the defined activities
Each business component has a governance structure within which it manages its activities
Each business component has business services which form the interfaces to other business components
Business Component Elements
A component is a business in microcosm. It has activities, resources, applications, infrastructure. It has a governance model. It provides goods and services (business services)
CBM – Definition (2): The building block of a component business model is a ‘business component’
© 2011 IBM Corporation22
Enterprise IT Architectures
CompetitiveDifferentiated
Control-ling
Executing
Directing Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Product Administration
Product Fulfillment
Sales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
CustomerService
Collections
AccountAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio PlanningAccount Planning Sales PlanningFulfillment Planning
Fulfillment Monitoring
Purchasing
Branch/Store Operations
Competitive
Target Competency
Base
Differentiated
Domain Decomposition– Component Business Modeling for JKE
© 2011 IBM Corporation23
Enterprise IT Architectures
Control-ling
Executing
Directing Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Product Administration
Product Fulfillment
Sales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
CustomerService
Collections
AccountAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio PlanningAccount Planning Sales PlanningFulfillment Planning
Fulfillment Monitoring
Purchasing
Branch/Store Operations
Competitive
Target Competency
Base
Differentiated
M H
M L
M L
H L
L L
M LL L
L H
M M
M L
M L
HL
M H
M L
M L
M L
M L M L
M L M L
M L
L M
L M
L MM L
M
L H
H
H H
M L
M LM L
Investment Review
ContributionCost
(H, M, or L)
“Hot”Component
Cost control opportunity
Cost control opportunity
Cost control opportunity
Revenue/Profit improvement opportunity
Domain Decomposition– Component Business Modeling for JKE
© 2011 IBM Corporation24
Enterprise IT Architectures
CBM and IT Systems Coverage for JKE
Control-ling
Executing
Directing Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Product Administration
Product FulfillmentSales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
CustomerService
Collections
AccountAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio PlanningAccount Planning Sales Planning Fulfillment Planning
Fulfillment Monitoring
Purchasing
Branch/Store Operations
DifferentiatedCompetitive
Target Competency
Base
Investment Review
ContributionCost
(H, M, or L)
“Hot”Component
M H
M L
M L
H L
L L
M LL L
L H
M M
M L
M L
HL
M H
M L
M L
M L
M L M L
M L M L
M L
L M
L M
L MM L
M
L H
H
H M
M L
M LM L
Siebel
Marketing
Remote Sales
Risk management Collections ARSAP
Customer ODSOrdering / Billing
gaps over-extension
duplication
© 2011 IBM Corporation25
Enterprise IT Architectures
Key Performance Indicators for JKE
– Account AdministrationAutomate the manual tasks for creating and administering
accountsDecrease cost of account activation by 50%
– Credit AdministrationDesign and build optimized services to support converged
organizationNegotiate better prices with our vendors taking advantage of our
combined sizeDecrease negotiated cost (Vendor volume discounts) of credit
report retrieval by 20%Automate 75% of all credit report retrievals
Implement consistent business rules to manage riskDecrease number of credit report retrievals by 10%
– …
© 2011 IBM Corporation26
Enterprise IT Architectures
Business Goals
Key Performance Indicators
Key Performance Indicators (KPIs) are used to define a metric (simple or composed measurable unit) that measures of much the service implementation fulfills the initial requirements (business goal)
Each Business Goal that is going to be realized with a specific service implementation should have an associated KPI.
Business Goals and Key Performance Indicators
© 2011 IBM Corporation27
Enterprise IT Architectures
Enterprise Architecture – Business View
© 2011 IBM Corporation28
Enterprise IT Architectures
In more Detail: Business Architecture Content (according to TOGAF augmented)
Organization structure Business Goals and Objectives Business Functions Business Services Business Processes Business Roles Correlation of organization and
functions. Enterprise Information Model
(according to IBM EA Methodology)
© 2011 IBM Corporation29
Enterprise IT Architectures
Value in the business ecosystem is exchanged by means of business events and associated interactions.
CustomersSuppliers
Business
Partners
DistributionChannels
CompanyRelationship Relationship
Val
ue
Rel
atio
nsh
ipR
elat
ion
ship
Val
ue
Value Value CustomersCustomersSuppliersSuppliers
Business
Partners
Business
Partners
DistributionChannels
DistributionChannels
CompanyCompanyRelationshipRelationship RelationshipRelationship
Val
ueV
alue
Rel
atio
nsh
ipR
elat
ion
ship
Rel
atio
nsh
ipR
elat
ion
ship
Val
ueV
alue
ValueValue ValueValue
ShipPartsShipParts
Get NewProduct
Info
Get NewProduct
Info
PlaceOrderPlaceOrder
Processes and ActivitiesProcesses and Activities
Business EventsBusiness Events
Business InteractionsBusiness Interactions
These externally facing business events and interactions are the
starting point for developing the
operational details of the subsequent business design.
© 2011 IBM Corporation30
Enterprise IT Architectures
Business Architecture artefacts guide the structure of the enterprise’s Information Systems architecture
BusinessArchitecture
Information SystemsArchitecture
Capabilities
Customer Service Business Area
Payment Item &Deposit
Billing Account
CustomerInteraction
Service RequestEasement
SiteAccountLiability
Arrangement
CapitalContribution
CollectionAgency
BillCharge
Adjustment
Site-serviceAccount
Meter Reading& Usage
Owner-TenantArrangement
Product-ServiceContract
DESComponent
ElectricitySupplier
Meter
Customer
Role Description JobsClaim Representative Investigates and adjusts multi-line claims. Prepares and enters all
claims into the claims system. Investigates and adjust losses of anycomplexity or severity. To reviews, evaluate, and manage reportingfiles to a satisfactory disposition.
Claims Adjuster
Claim Clerical Support Supports the claim functions. Services the agents and insureds byproviding high quality, timely claim support. Performs fileprocedures, prepares documents, maintains logs and reports.
Reinsurance Processor
Special InvestigativeUnitMedical Staff Works with claims staff to determine recommended rehabilitation
services, provides recommendations regarding medical rehabilitationissues, evaluates vendors' rehabilitation plans, and ensurescompliance.
PhysicianRehab
RegulatoryCompliance Staff
Assists in the evaluation of Company loss and loss adjustmentexpense reserves and other liabilities. Assists in the preparation ofmanagement reports and in the monitoring of Company underwritingresults and in the measurement and monitoring of results ofproducts and pricing.
Underwriting ServicesCrop SpecialistData Technician
Product Manager
Legal Conducts negotiations on assigned cases, maintains current,knowledge of law and case decisions affecting appropriatejurisdictions, and investigates, researches, and analyzes highlycomplex or severe claims, lawsuits, including coverage issues andlegal issues affecting liability and damages.
Manager Head of a defined business unit. (Agency, Claims, Underwriting,etc.)
(general)
POLICY
Producer CompensationClaimant Claim Business PartnersProducerService Providers
Policy FinancialsInsured Objects Insurance ProductPolicy
Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies
Claim
Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans
Info Objects
POLICY
Producer CompensationClaimant Claim Business PartnersProducerService Providers
Policy FinancialsInsured Objects Insurance ProductPolicy
Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies
Claim
Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans
Info Objects
Vendor WarehouseDistribution Center
HeadquartersRegional Office
Branch Office
PROCESSEnter Order
Approve Credit
Approve Price
Acknowledge Order
Fulfill Order
Invoice Customer
Process Payment
Assess Credit
LocationType
Activities/Events Roles Locations Model
Application/Services Model Data Model User Groups Placement Guidelines
CustomersSuppliers
Business
Partners
DistributionChannels
CompanyRelationship Relationship
Val
ue
Rel
atio
nsh
ipR
elat
ions
hip
Val
ue
Value Value CustomersCustomersSuppliersSuppliers
Business
Partners
Business
Partners
DistributionChannels
DistributionChannels
CompanyCompanyRelationshipRelationship RelationshipRelationship
Val
ueV
alue
Rel
atio
nsh
ipR
elat
ion
ship
Rel
atio
nsh
ipR
elat
ions
hip
Val
ue
Val
ue
ValueValue ValueValue
ShipPartsShipParts
Get NewProduct
Info
Get NewProduct
Info
PlaceOrderPlaceOrder
Information Model
© 2011 IBM Corporation31
Enterprise IT Architectures
Business Architecture
Business Locations
Business Information
Business Roles
Business ProcessesActivity Activity Activity ActivityActivity
Event
Process ProcessProcess Process Process
Capability Model
Resources
Business DirectionBusiness Drivers
Business Model
AEICorporate
YankeeGroup
SaturnGroup
YarnDivision
KnitsDivision
SenecaPlant
RaleighPlant
CashManagement
Shipping
Accounting
ComponentDesign
Yarn Buying
Order Entry
ComponentScheduling
YarnDyeing
Inventory
AssortmentPlanning
ComponentKnitting
Tagging & Packing
Business Structure
Business Strategy
A Business Architecture describes the “business” aspects of the enterprise, independent of technology
© 2011 IBM Corporation32
Enterprise IT Architectures
Business Architecture Content according to TOGAF augmented
Organization structure Business Goals and Objectives Business Functions Business Services Business Processes Business Roles Correlation of organization and
functions. Enterprise Information Model
(according to IBM EA Methodology)
© 2011 IBM Corporation33
Enterprise IT Architectures
Main Business Architecture Work Products – reduced to the Minimum – emphasis on Business Processes
ProcessDefinition
BusinessRules
BusinessDirection
SystemContext
DataModel
Service Model
ServicePortfolio
ServiceDependencies
ServiceSpecifications
© 2011 IBM Corporation34
Enterprise IT Architectures
Enterprise ArchitectureInformation System (IS) Architecture
© 2011 IBM Corporation35
Enterprise IT Architectures
The fundamental organization of an IT system, embodied in– relationships to each other
and the environment, and the principles governing its design and evolution
Shows how the IT systems meets the business goals of the enterprise
In more Detail: IS Architecture Content (according to TOGAF)
© 2011 IBM Corporation36
Enterprise IT Architectures
Enterprise Architecture
UserArchitecture
ApplicationArchitecture
DataArchitecture
POLICY
Producer CompensationClaimant Claim Business PartnersProducerService Providers
Policy FinancialsInsured Objects Insurance ProductPolicy
Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies
Claim
Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans
Info Objects
UserArchitecture
ApplicationArchitecture
DataArchitecture
POLICY
Producer CompensationClaimant Claim Business PartnersProducerService Providers
Policy FinancialsInsured Objects Insurance ProductPolicy
Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies
Claim
Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans
Info Objects
Business Architecture
Corporate StrategyFinance & Planning
Human ResourcesInformation Systems
Purchasing & Supply
Marketing& Sales
Technical Operations
FlyingOperations
CustomerService
ManageCargo
DevelopProducts
Develop Schedules
Distribute Products
ManageAgency Sales
ManageAlliances
ManageAeroplane
ManageAircraft Seat
Inventory
Perform Base Maintenance (A/C)
Perform Line Maintenance
MaintainEngines
MaintainComponents
Manage Materials & Service
Plan Crews
ScheduleCrews
ManageIn- flightService
ManageDay-of -flightOperations
ServiceReservations
Process PAX at Airports
Process Baggage
ManageAirport SystemsOperations
Perform Base Maintenance (contract)
Financial Planning & Reporting
Manage Labour Contracts
IT Architecture
ArchitectureTechnology
“This is the landscape of all the applications we envisage for the enterprise
“Application
Function Model”
“This is the set of user types
you are allowed to use in your
Solution Architecture” “User Groups”
“This is the set of Data Groupsyou are allowed to use in your
Solution Architecture”
“Data Stores”
Overview
© 2011 IBM Corporation37
Enterprise IT Architectures
Service Model
Service Identification
Service Specification
Service Realisation
Service Implementation
Service Portfolio
Service Hierarchy
Service Exposure
Service Dependencies
Service Composition & Flow
Service Messages
Service Non-Functional Requirements
State Management Decisions
Solution Templates
Service Operations
Technical FeasibilityMapping to Reference Architecture
AssembleDeployManage
IS Architecture – Portfolio of Services as Application Functions
© 2011 IBM Corporation38
Enterprise IT Architectures
Architectural Decisions
Records in a single place for reuse, those underlying decisions and principles that give the architecture its fundamental characteristics and consistency.
Evaluates choices during design as well as the correctness of the final solution.
Promotes evaluation of choices against principles rather than product vs. product, etc.
Documents the important decisions about all aspects of architecture including the structure of the system, the provision and allocation of function, the contextual fitness of the system and adherence to standards.
© 2011 IBM Corporation39
Enterprise IT Architectures
Architectural Decision – Example
Introduces data ownership issues.Implications
Enables management of cross-organizational data in transformation a consistent fashion across the enterprise
Justification
Managed at enterprise level Decision
LOB, Enterprise, or both Alternatives
Define roles, responsibilities, policies for governanceMotivation
Limited JKE processes and standardsAssumptions
Require extension to govern development and runtime aspectof data
Issue
Where to enforce data governance - LOB, Enterprise, or both?Architectural Decision
Data GovernanceSubject Area
ValueARCHD Attribute
© 2011 IBM Corporation40
Enterprise IT Architectures
Reference – As-Is Architectural Overview Diagram (JKE)
© 2011 IBM Corporation41
Enterprise IT Architectures
Where does the Operational Model fit?
Use cases NFRs System
contextExisting
IT… and so
on
Operational model
Component model
Architecture overview diagram
Requirements
IT Solution
“the logic !”
© 2011 IBM Corporation42
Enterprise IT Architectures
Components Replaceable part of a system that conforms to and provides the realization of
a set of interfaces Used to describe the high level structure of the system, and to
precisely describeResponsibilities, relationship boundaries, and interactions
Descriptions of the responsibilities of a component from the point of view of the user of the component. (Eventually used to create the APIs)
Define the service levelsUsers, Availability
Document Risk, and decisions, as well as potential approaches
Do we need this in salesYes sometimes… to help decide how flows will work, verify viability of key
processes, prove that certain decisions need to be made… and more
Component Model
© 2011 IBM Corporation43
Enterprise IT Architectures
Example – As-Is Component Model (JKE)
© 2011 IBM Corporation44
Enterprise IT Architectures
Enterprise ArchitectureTechnology Architecture
© 2011 IBM Corporation45
Enterprise IT Architectures
Technology Architecture must support implementation work
The fundamental organization of an IT system, embodied in– its hardware, software
and communications technology
– their relationships to each other and the environment,
– and the principles governing its design and evolution
In more Detail: Technology Architecture Content (according to TOGAF)
© 2011 IBM Corporation46
Enterprise IT Architectures
Technology Architecture according to IBM EA Method
Technology Architecture
IT NodesIT Components
Technology Reference Architectures
© 2011 IBM Corporation47
Enterprise IT Architectures
Example: SOA Reference Architecture
Business Application
Services
Strategy and Planning Services
Enterprise Service Bus
Access Services
Partner Services
Process Services
Information Services
Interaction Services
Business Services and Events
Lifecycle Services
Asset and Registry Services
Dev
elop
men
t Se
rvic
es
Man
agem
ent
Serv
ices
Infrastructure Services
Enables collaboration between people, processes & information
Business-driven Enterprise Architecture and Standards
Manages diverse data and content in a unified manner
Integrated environment for
design and creation of
solution assets
Connect with trading partners Build on a robust, scaleable, and secure services environment
Facilitate interactions with existing information and
application assets Manage and secure services, applications &
resources
Optimizes throughput, availability and utilization
Orchestrate and automate business processes
Supports the specification of enterprise business solutions through business architecture
© 2011 IBM Corporation48
Enterprise IT Architectures
Where does the Operational Model fit?
Use cases NFRs System
contextExisting
IT… and so
on
Operational model
Component model
Architecture overview diagram
Requirements
IT Solution
“runtime !”
© 2011 IBM Corporation49
Enterprise IT Architectures
The Operational Model is the key work product created in analyzing the operational aspect of the architecture of an IT System.
Represents how components (described in the component model) are deployed across the (geographical) structure of the IT System
Describes how the Service Level Requirements (SLRs) are satisfied and how the system will be managed and operated
Is usually documented as deployment units (DUs) placed on IT Nodes in locations (static relationships), and their interactions across connections (dynamic behavior)
Operational Model
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Enterprise IT Architectures